A comprehensive analysis of customer service and banking operations at NRB Bank from an HRM perspective

Abstract

The BRAC University BBA program requires participating in an internship. I enjoyed my internship experience at the Dhanmondi Branch in NRB bank. Throughout the three months, I was able to learn some insightful information about the organization and the Bangladeshi banking industry. This also gave me the opportunity to work on the gap in research in the banking industry, the analysis of Customer Service from an HRM perspective. Thus, the report on my internship provides the conclusion of the information I have studied concerning my topic. The problem statement talks about the efficiency of core banking processes and quality of customer service that relies on employee performance, training programs, motivation, and workplace. The literature review describes the particular purpose of the study in more details that involves examining the effectiveness of workflows, where the potential human error is located, and how the role of the training is to minimize the respective risk, as well asmy understanding of the daily pressures, stress that the employees operate under and how the attitude of the employees impacts the attitude of the customers. The report rephrases my internship experience at NRB Bank using Human Resources management as its head and provides fresh knowledge in a research field that is still under-researched. It is based on a qualitative approach that presents the first-hand observations, acquired during the course of customer-facing operations, as the main source of data that was used to develop HRM-oriented recommendations. The key problem is that an HR function that is not strategically integrated impedes the core banking processes and customer satisfaction. This leads to the treatment of employee performance, training, and motivation as secondary concerns, and not as drivers of the operational success of the bank. Provided NRB Bank strategically incorporates HRM practices into its main banking business, i.e., by means of improved training, motivation, and effective management of workload, then, employee performance and efficiency in work will rise considerably, resulting in the tangible growth of customer satisfaction. This will prove that HRM is not an administrative role, but a key driver of business success.